Business Open Learning Archive: Process Flow Charts

Process Flow Charts

A car exhaust must be replaced, a batch of biscuits must be made, an insurance claim must be dealt with.
Each of these a "transformations" involves an arrangement of people and facilities (machines, desks, computers, ovens, mixing equipment, high-speed packaging and cutting gear). The arrangement is a combination of people, methods/rules and technology. It can simple or complex, machine oriented or people-oriented.
Human ingenuity integrates tools and methods with skills, effort, knowledge and decisions to make complex things. From an initial idea as to how an operation can be carried out, we build a pilot or prototype as a test bed. More is learnt. Improvements are secured.

a re-arrangement of machines and sequences
a new tool or technique
an increase in scale
routinisation of tasks
people replaced by machines

"Operations"
- are designed, often incrementally, based on the first arrangement we imagine and construct. Trial and error is a natural human activity. "If it works don't change it" - is often a sensible piece of advice. However the current method may be obsolete and inefficient. If you were to re-design an operation from scratch, the new operational design would reflect experience with the old, new tools and methods etc. Existing systems represent investments of money and experience. A complete re-design of a system (business process re-engineering) involves re-investment.
In small businesses, work systems are often not systematically designed nor the prevailing "designs" recorded. They exist, taken for granted and just worked. Those who set up the methods have long since departed. Current operators may merely accept "what is" without evaluating how it could be improved and changed for the better (quicker, cheaper, more reliable, safer, better quality, more accurate).
New factory, warehouse and office layouts and processes taking place in them are usually custom-designed by architects, engineers or facilities specialists using known methods and techniques. Continuous quality improvement requires a conscious design and scrutiny of processes. For an effective QMS, layouts and process have to be defined so that critical success factors can be controlled.
A process flow chart visually records the steps, decisions and actions of any process (old or proposed) - manufacturing or service. The chart is an "abstraction" it defines the process/system; its key points, activities and role performances. For a new process - the chart is a "model" - a blue-print. We can imagine the process working before spending on building and installation work. The chart/model is an improtant project development and documentation tool.
A process flow chart depicts a process sequence succinctly i.e.

first A is done
then B
then if X is present, do C ELSE
move to D
check E and when E is complete inspect F.

The chart can be

a process outline (operations and inspections only). This is a "first-cut" chart useful for initial investigations and can be elaborated.

a material flow process chart - operations, inspections, transport/movement, storage and delays. This charts charts work on an object, its movements to and from the operation , when it is inspected/tested, when stored and when delayed/queued.

a worker process chart - operations, inspections, transport/movement, delays (it is unlikely that the worker will store him/herself away!)

Narrative English versus a Chart
A process could be recorded as an essay but essays suffer from problems of vague and convoluted English (rather like this text). Narrative can have omissions and complex relationships can be hard to follow. A diagram/chart enables the process (if not to large) to be seen more clearly. We can draw the chart using standard symbols either by hand, using a template or using flow-charting software.
The(British Standards Institute offers 30 symbols many of which are needed for representing specific docment flows and computer devices and operations). Basic symbols for method study are:

Start/end - marks the start and end of a process. As each symbol can be given a number code, the end symbol can be a connector to the start symbol of the next process or the next page if the process is to big to fit on one page

Operation DO operations - perform work on material or equipment. Add value to the item by changing/transforming it in some way. ANCILLARY operations - prepare, put away, clean. The circle is annotated with a label/description of the process.

Transport - the movement of worker, materials or equipment to and from the process.

Storage permanent storage points. The material is put away/stored e.g. placed in or issued from a store.

Delay points of temporary delay or waiting until work can be performed

Inspection a point in a process where the material must be inspected or worker perform and inspection/test. Thus we can record what the test is

Tips on Drawing a Flow Chart
Drawing your first process flow chart is not easy. Talk through the process's sequence identifying what is done at each step. Sketch the flow chart in rough - don't worry about errors. Go back to the process and verify against the job in operation. At every stage consult with experienced operators and managers. Observe, re-draft, verify, change to

improve understanding of the process
clarify and challenge the taken for granted aspects
secure client confirmation
identify redundancy and unnecessary steps/efforts in the process
note the quality critical points if zero defects are to be achieved
identify the inspection and testing routines for each step
identify the control data to be recorded or confirmed (use exception reporting) at key points.

A simple process flow chart can be found here. See Wild (Chapter 7 for further examples).
Who draws the Flow Process Chart?
Flow process charts can be researched and drafted by quality improvement teams. They do not hvve to be drawn up by separated specialists or consultants. Of course training is needed. But the team's synergy and and ability to walk-through (talk-through) the chart should enable devolution of responsibility for documenting and up-dating their own activities. They can always call on the expertise of an industrial engineer if needed. Some processes can be extremely complex (and process charts can be too unwieldy for these) and safety critical.
Process Charts and Quality Specifications
A process chart is a key item in the specification for each process in a QMS. With the chart the operation can be more easily reviewed and evaluated. It provides a benchmark for change. Process modifications require charts to be up-dated - hence the value of using a computer package. The quality manual can then reference the file name. The software package see Chartist should offer the facility of attaching version numbers to charts and recording who last up-dated it and why.
When re-evaluating a process, we can identify

the amount of physical movement amd double-handling
redundant operations
points of inspection and quality monitoring
etc

The questions of method study and work measurement can be applied to the evaluation of the process.

BOLA is maintained and developed by Chris Jarvis © 2003

	Start/end	- marks the start and end of a process. As each symbol can be given a number code, the end symbol can be a connector to the start symbol of the next process or the next page if the process is to big to fit on one page
	Operation	DO operations - perform work on material or equipment. Add value to the item by changing/transforming it in some way. ANCILLARY operations - prepare, put away, clean. The circle is annotated with a label/description of the process.
	Transport	- the movement of worker, materials or equipment to and from the process.
	Storage	permanent storage points. The material is put away/stored e.g. placed in or issued from a store.
	Delay	points of temporary delay or waiting until work can be performed
	Inspection	a point in a process where the material must be inspected or worker perform and inspection/test. Thus we can record what the test is